This research was conducted to determine the effect of motivation and work discipline on the performance of Division 03 employees of PT. PP London Sumatra Indonesia Tbk. Bukit Hijau Rawas Ilir District, North Musi Rawas Regency. In this study used a three item variable questionnaire method namely motivation questionnaire (X1), work discipline (X2) and employee performance variable (Y). The data analysis technique used is the Analysis of Multiple Linear Regression, Coefficient of Determination (R2), and Test F. The results of the study, from the results of multiple linear regression analysis the equation Y = 10.428 + 0.349 X1 + 0.382 X2. Furthermore, from the analysis obtained the R square R2 value of 0.770 or 77.0%. This value gives the understanding that motivation (X1), and work discipline (X2) contribute 77.0% to employee performance (Y). While the remaining 23.0% is influenced by other variables not included in this study. Conclusion, there is a simultaneous influence between motivation and work discipline on employee performance  Keywords: Motivation, Work Discipline, Performance

Entrepreneurial intentions are formed from a series of variable causes such as the personal attractiveness of entrepreneurs, formed by entrepreneurship skills, the attitude of entrepreneurs formed by tradition, comfort, security, virtue values and self-entrepreneurial concepts. In this study will examine further the variables that shape a woman's intention in entrepreneurship. This study will examine personal attractiveness variables, entrepreneurial attitudes and selfconcept of a woman's intention in entrepreneurship conducted in several small and medium-sized businesses in Indonesia. The methods of this study using descriptive method and quantitative approach. The results show that there is a positive influence on each variable studied on women's entrepreneurial intentions. The results of this study are expected to provide a real picture of the dominant variables in influencing entrepreneurial intentions for women. Keywords-personal attraction (self efficacy); entrepreneurial attitude (entrepreneur attitude);

Nilai perusahaan menjadi perhatian penting pada saat investor akan melakukan investasi. Begitu pula Stake holder yang mempunyai kepentingan terhadap perusahaan secara langsung, Tingkat Pengembalian mencerminkan kinerja keuangan perusahaan yang baik. Tidak hanya baik secara keuangan, sehingga kekayaan pemegang saham meningkat, tetapi perusahaan dituntut untuk memberikan manfaat kepada lingkungan sesuai dengan Global Reporting Iniative Standart (GRI Standart ).Penelitian ini bertujuan untuk membuktikan bahwa Kinerja Perusahaan yang diwakili oleh Return on Asset akan mempengaruhi Nilai Perusahaan jika ada interaksi pengungkapan Corporate Social Responsibility (CSR) pada hubungan ROA dengan Nilai Perusahaan dan memberikan penjelasan tentang bagaimana peran CSR pada hubungan ROA terhadap Nilai Perusahaan pada perusahaan pertambangan di Indonesia?Metode penelitian yang digunakan pada penelitian ini adalah metode deskriptif verifikatif. Perhitungan dengan persamaan regresi linier moderasi menggunakan Process Hayes pada SPSS dan Moderated Regression Analysis diujikan pada sample sebesar 40 data panel meliputi perusahaan yang terdaftar di Bursa Efek Indonesia dalam kurun waktu 2018 2022 (5 tahun).Hasil peneltian menjawab adanya interaksi CSR pada hubungan antara ROA dengan Nilai Perusahaan. Dimana pada perusahaan yang melakukan pengungkapan CSR , Nilai perusahaan akan meningkat, sedangkan pada perusahaan yang tidak melakukan pengungkapan CSR, maka Nilai perusahaan tidak memberikan dampak apapun. Pengungkapan CSR yang paling kuat mendorong meningkatnya Nilai Perusahaan adalah kategori Kinerja Ekonomi dan Pendekatan Manajemen. Hal ini mendukung teori Agency bahwa manajemen dapat berperan menjadi agen perusahaan terlepas dari desakan stakeholder yang tidak sesuai dengan manajer sebagai pengelola operasional perusahaan. Pada teori Signalling , bahwa pengungkapan CSR memberikan sinyal yang baik kepada peningkatan Nilai perusahaan, diman baik investor maupun lingkungan perusahaan akan melihat adanya ciri tersendiri tentang pendekatan manajemen dan kinerja ekonomi perusahaan pada hubungan tingkat pengembalian, bagaiman asset dapat bekerja menghasilkan laba. Penelitian masih belum mengungkapkan tentang kategori CSR lainnya seperti perubahan iklim, dampak lingkungan, dampak ekonomi lainnya dan sebagainya sesuai dengan Standar GRI lainnya, sehingga masih terbuka pengembangan penelitian di bidang ini.

This study examines the relationships between knowledge sharing, effective leadership, work behavior, and performance in Sekretariat Daerah Denpasar. The aim is to investigate how knowledge sharing and effective leadership influence performance, mediated by work behavior. Data was collected from 83 respondents through questionnaires, and multiple linear regression and path analysis were used for analysis. The results demonstrate significant and positive effects of knowledge sharing and effective leadership on work behavior within Sekretariat Daerah Denpasar. This emphasizes the importance of promoting a culture of knowledge sharing and developing effective leadership behaviors to enhance employee work behaviors. Furthermore, the study reveals significant and positive impacts of knowledge sharing, effective leadership, and work behavior on performance, highlighting their role in driving organizational success. Importantly, work behavior is identified as a mediating variable in the relationships between knowledge sharing, effective leadership, and performance. Positive work behaviors, including collaboration, communication, and adaptability, mediate the influence of knowledge sharing and effective leadership on performance outcomes. These findings underscore the significance of fostering positive work behaviors and creating a supportive work environment. The practical implications suggest that Sekretariat Daerah Denpasar should prioritize initiatives that enhance knowledge sharing practices, develop effective leadership skills, and foster positive work behaviors. By investing in these areas, the organization can improve employee engagement, collaboration, and productivity, ultimately leading to enhanced performance outcomes.